Article

Reasonable adjustments for neurodivergent staff

Examples of reasonable adjustments for neurodivergent staff, compiled in partnership with the West Midlands SPF.

11 September 2024

Two office workers having a meeting at a desk.

Purpose

This article covers basic principles for employers to consider when working with neurodivergent colleagues. The content was discussed at the West Midlands SPF on 6 March 2024, during which Claire Crump, retention specialist at Black Country Healthcare NHS Foundation Trust, outlined how neurodivergent staff can be supported to thrive in their roles. 


Definition

Neurodiversity refers to natural variation in brain function which causes individuals to interact and experience the world in different ways. Though not a definitive list, neurodivergent conditions include: 

  • Autism Spectrum Disorder
  • ADHD
  • Dyscalculia
  • Dyslexia
  • Dyspraxia/DCD
  • Sensory Processing Disorder
  • Tic Disorder (including Tourettes Syndrome).
     

Strengths

Neurodivergent individuals bring a variety of skills and strengths to a team and organisation. For example, dyspraxic colleagues may have a great sense of empathy, autistic colleagues may have strong attention to detail and colleagues with ADHD may hyperfocus on tasks. A workforce with diverse thinking patterns offers different perspectives and promotes increased creativity and innovation. 
 

Reasonable adjustments

The below reasonable adjustments outline some of the ways employers can support neurodivergent staff. They can be used as a starting point for any manager or HR professional to consider with an employee who has disclosed their condition to you.

Not every adjustment will benefit everyone, so take a tailored approach based on the individual, their condition and requirements. Consider using a health passport to allow the employee to share their own needs. It is important to have regular conversations to revisit adjustments, as needs may evolve and change over time.

    • Some colleagues benefit from being able to wear noise cancelling headphones or earplugs to help avoid distraction and over stimulation.
    • Employees may find it helpful to work in a quieter office or limit hot desking. If this is needed, a private pod or a booked room could be provided to limit distraction and stimulation.
    • Hybrid working or working from home can be beneficial as there are less distractions and stimuli.
    • Be aware of lighting, bright lights and lack of natural light can be overstimulating. A designated desk with natural light and ventilation may be beneficial.
    • If change is a trigger, look at arranging a consistent location for work. If the employee does rotations in their role, these could be phased in. For example, three days in their original role then two days in a new role. This can be built up to make any transition easier to manage.
    • Consider offering places to have lunch breaks in quieter areas, if smells from other employees’ meals can be a trigger.
    • Consider Access to Work, the scheme can help with equipment and software, such as dragon software, talk to text equipment, dictaphones, etc.
    • Some individuals will benefit from using computer with non-white background and anti-glare screens.
    • A calculator may need to be provided for numerical work.
    • Check how the employee likes to be communicated with. If there are periods of non-verbal contact, can contact be made by email or Teams?
    • Consider using visual charts, diagrams or bar charts, instead of figures, as these can be easier to process. 
    • Provide training in a written and visual format where possible so employees can revisit the information.
    • When communicating by email, some colleagues find information easier to read when relevant text is highlighted in yellow.
    • When presenting financial or numerical data, keep information clear and precise and include an explanation of what the data means to the employee and company.
    • If providing printed documents, use non-white paper, such as cream or soft yellow, to reduce the visual stress which some neurodivergent individuals experience.
    • Give clear directions for the working day or week, organised in priority order with clear timescales to work to.
    • Set realistic targets, by looking at an average of what the employee has achieved over the last eight to 12 weeks.
    • Look at extending the time allowed for tasks, even by just 10 minutes, as this gives time to review and edit. 
    • Allow individuals to take reset breaks of five or ten minutes throughout the working day to refocus when needed.
    • Neurodivergent people often benefit from regular routine and forward planning, so clearly outlining expectations and giving ample notice before meetings can be helpful.
    • Provide an agenda so employees can prepare, and record the meeting or ensure written notes are provided so employees can reference information or tasks for them.
    • If an employee needs to attend meetings or training which last more than 90 minutes, allow them to take regular breaks, as it can be difficult to hold information after this time.
    • Provide interview questions in advance so neurodivergent applicants can prepare and plan ahead.

Additional support 

Encourage neurodivergent colleagues to consider applying for Access to Work. Not only can the scheme support with equipment, travel and software, it also offers coping therapy and specific therapy on how to manage neurodiversity in the workplace. You can also refer employees to the Thrive into Work service for further support.
 

West Midlands  - Thrive into work service

For those based in the West Midlands, specifically within these local authorities: Dudley, Walsall, Sandwell, Wolverhampton, Birmingham, Solihull, Coventry, Warwickshire and Rugby; further help is available from the local Thrive into Work service, which offers job assistance for individuals with health conditions to find suitable and satisfying work.

This article was developed by the West Midlands SPF and cosigned by: Mel Sutton, Regional Coordinator, British Medical Association; Nina Rogerson, Senior Officer, Royal College of Nursing; and Ali Koeltgen, Chief People Officer, Worcestershire Acute Hospitals NHS Trust.

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